David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 16 (12-13):1213-1226 (1997)
This article begins with an explanation of how moral development for organizations has parallels to Kohlberg's categorization of the levels of individual moral development. Then the levels of organizational moral development are integrated into the literature on corporate social performance by relating them to different stakeholder orientations. Finally, the authors propose a model of organizational moral development that emphasizes the role of top management in creating organizational processes that shape the organizational and institutional components of corporate social performance. This article represents one approach to linking the distinct streams of business ethics and business-and-society research into a more complete understanding of how managers and firms address complex ethical and social issues.
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James Weber (2010). Assessing the “Tone at the Top”: The Moral Reasoning of Ceos in the Automobile Industry. [REVIEW] Journal of Business Ethics 92 (2):167 - 182.
Frances Bowen, Aloysius Newenham-Kahindi & Irene Herremans (2010). When Suits Meet Roots: The Antecedents and Consequences of Community Engagement Strategy. [REVIEW] Journal of Business Ethics 95 (2):297 - 318.
Peter deMaCarty (2009). Financial Returns of Corporate Social Responsibility, and the Moral Freedom and Responsibility of Business Leaders. Business and Society Review 114 (3):393-433.
Kenneth M. Amaeshi & Bongo Adi (2007). Reconstructing the Corporate Social Responsibility Construct in Utlish. Business Ethics 16 (1):3–18.
Chris Mason & John Simmons (2011). Forward Looking or Looking Unaffordable? Utilising Academic Perspectives on Corporate Social Responsibility to Assess the Factors Influencing its Adoption by Business. Business Ethics 20 (2):159-176.
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